Guidance on Successful Computer Maintenance Management System (CMMS) Selection and Practices (2015) / Chapter Skim
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Pages 51-159
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APPENDIX A: Glossary and Related Asset Management Terms A Alias An alternative name used instead of a primary name. Acquisition The process by which the airport comes into possession and ownership of a fixed asset (examples: purchase, donation, construction, eminent domain or foreclosure)
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Asset Management The systematic planning and control of a physical resource through its life cycle. This may include the specification, design, and construction of the asset, its operation, maintenance and modification while in use, and its disposal when no longer required.
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Breakdown A breakdown is a specific type of failure, where an item of plant or equipment is completely unable to function. Break Down Maintenance (BDM)
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Charge Rate This is the rate that is charged for a mechanic or engineer's time. In addition to the direct wages, it includes provision for benefits and overhead (such as supervision, clerical support, shop tools, truck expenses, and supplies)
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Consignment A classification type for inventory materials that are stored on-site but that are owned by an external vendor. The vendor retains ownership of the consignment items until they are used and paid for by the organization that is storing them.
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Demolition Removal of a facility, system or component that has been determined to be unsafe or no longer meets, or is not required to meet, mission goals. Design Life Period for which a facility, system or component is expected to function at its designated capacity without major repairs.
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Enterprise Asset Management (EAM) EAM refers to the management of assets to the benefit of the organization as a whole and not limited to a specific area such as a department, location or division.
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Facility Hierarchical Levels A facility management best practice is to organize and maintain a hierarchical relationship between facility, system and component, sometimes called a parent–child relationship. Facilities have systems and systems have components.
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First Cost The cost to acquire (construct or purchase) a facility, system or component.
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Inventory In accounting terms, inventory is a record of current assets, which includes property and equipment owned (counting parts in stock, value of work in progress, and work completed but not sold)
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Labor Record A document that contains information about a worker, such as craft, skill level, hours worked, and certifications. A labor record cannot exist without a corresponding person record.
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Maintenance Contractor Expenses Cost of labor and material for contracted maintenance services. This does not include contract labor for capital projects.
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Meters A PM Task Work Order can be triggered by some meter frequency (Miles, millions of units, hours, KM) Mission Critical Activity, component, service or system whose failure or disruption will result in the failure of business operations.
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Order Unit The standard unit by which an item is ordered that can differ from the issue unit. Outage Term used in some industries that is equivalent to a planned shutdown.
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preventive maintenance (PM) is to increase efficiencies by reducing the amount of reactive work in relation to planned maintenance thus increasing the ability of management to manage work more efficiently and with greater flexibility.
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R Reactive Maintenance Maintenance Strategy to equipment malfunctions or breaks downs after they occur. Maintenance is mainly performed during irregular non-planned stops.
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Rotating Asset A non-perishable asset that is tracked in inventory through its association with a specific rotating item. Rotating Item An inventory item for which each instance of the item is also tracked by its own asset number.
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Coordination Center. If the request for service requires cannot be resolved on the first response and requires additional resources, then a work order is created.
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Supervisory Control and Data Acquisition (SCADA) A computerized system often used to collect real-time maintenance information for monitoring and control of assets.
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Total Cost per Acre (or Square Foot) A benchmark per grounds (for acre)
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V Vendor A person or company that supplies materials or services to another person or company. W Workflow The structured sequence of activities and tasks that are used to implement a specific change, release, or other process, including automatic routing and tracking of records for approval and other tasks.
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Work Type Criticality The importance of the work in maintaining functioning facilities, systems and components. Sources of Definitions: • http://www.mintek.com/eam-cmms/glossary/#top • http://www.promaintainer.com/Glossary.html • http://www.cmmssoftwareguide.com/cmms-glossary.htm • LAWA FM Handbook • IBM Maximo Asset Management Manual A-22
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APPENDIX B: Case Study Reports Case Study Report 1: Dallas/Fort Worth International Airport Case Study Report 2: General Mitchell International Airport Case Study Report 3: Seattle-Tacoma International Airport Case Study Report 4: Southwest Florida International Airport Case Study Report 5: Ted Stevens Anchorage International Airport B-1
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Case Study Report 1: Dallas/Fort Worth International Airport CMMS Implementation & Use Synopsis Dallas/Fort Worth International Airport (DFW) is a large hub operating a mature CMMS platform that is widely accepted and used by diverse stakeholder groups.
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Airport Description DFW, the world's third busiest airport by aircraft movements, serves the Dallas/Fort Worth, TX metropolitan area. In terms of passenger traffic, it is the eighth busiest airport in the world serving approximately 60M passengers annually.
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and physical space (Terminal D under construction) was increasing and future expectations were that DFW needed to prepare for that trend to continue.
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Evaluation Category Factors CMMS Vendor Data • background of the vendor's CMMS experience years in business • customer base • support & upgrade policies • training • ability of the vendor to produce an evaluation copy of the software Table B1-1: DFW Evaluation Summary DataStream 7i (now Infor EAM) was selected as the system of choice and the contract award was completed by September, 2002.
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• Data Mapping/Migration Planning/Validation/Testing • Reporting Tool Training • Standard Operating Procedures Planning/Training • End-user Training • Train-the-Trainer Class Data migration was a challenge during the implementation. Even though new naming conventions were put in place for new asset data entry, the legacy system asset data maintained the naming and descriptive information when transferred to the new system.
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Group manages contractor service levels. Figure B1-1 provides a sample of a DFW Contractor Performance Report.
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The ownership and authority of Fleet's control on the PM processes has enabled Fleet to be the frontrunner at DFW in using and maximizing CMMS functions and capabilities. The task management of CMMS has also enabled Fleet to streamline processes, reduce paper work, reduce hard-copy archived data, and produce analytical reports.
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they are expected to record information as needed and follow up as soon as possible with updating the online system. Thick binders of paper documents and manual reviews have been replaced by the efficient functionality of the Infor EAM system.
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Change Management Software changes and patches, whether to multiple layer servers, the database, or the application, are applied to Development and proven first. A copy of Production is migrated to Development so that realtime conditions and data are similar for both technical validation and business user validation of new functions.
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An inspection Work Order status can only be raised to a "Discrepancy" level by an Airfield Officer and a specific Part 139 discrepancy code is required for data entry. Codes with standard abbreviations enable consistent reporting for analysis.
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• Invest sufficient time to ensure naming conventions and standard methods for identifying assets are thorough, consistent, and flexible for the future. • Workflow processes should be established and enforced at roll out or inconsistent data collection can result.
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Test environments, the risk of problems resulting from an upgrade or enhancements are significantly reduced. Applicability to Other Airports Most large airports will align with DFW in the need for efficiently managing the variety, complexity of assets in their operational environment.
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Case Study Report 2: General Mitchell International Airport CMMS Implementation & Use Synopsis General Mitchell International Airport (MKE) is a medium-sized airport.
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Air Service of the Group of Armies, the top command post at the time for aviation. General Mitchell was a tireless proponent of aviation's future in its earliest days.
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reports and multiple databases were kept by various departments. As a result, it was difficult to track events, or even to correlate them.
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• The ability to easily configure Cityworks was a deciding factor in selection. The application has been adapted to use a module (that the airport did not need)
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Figure B2-1. Cityworks – Work Order Sample.
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The implementation of the logbook in Cityworks has eliminated two manual logbooks – one for Airside Operations and one for Landside Operations. In the initial implementation, the airport eliminated 22 paper reports for the Airside Coordination Center and 8 paper reports for the Landside Coordination Center.
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Key Points The following list the key points: • Work orders can only be closed by maintenance supervisors or operations coordinators. The exception to this rule is that work orders for Part 139 work orders may only be closed after inspection by an airfield coordinator.
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Regulatory The Cityworks system has become a critical tool in the administration of Compliance Part 139 reporting. A current Safety Management System initiative will develop integration with Cityworks to attempt to comply with the upcoming release of the FAA Advisory Circular for Safety Management Systems.
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Keys To Success The following list the Keys to Success: • Stakeholder engagement was essential. The stakeholders of the system were engaged early on in the development of the application requirements.
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factor in the selection of a CMMS. The airport users universally applauded the mapping capabilities within the CMMS.
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Case Study Report 3: Seattle-Tacoma International Airport CMMS Implementation & Use Synopsis Seattle-Tacoma International Airport (Sea-Tac) is a large West Coast hub airport, with a mature implementation of a CMMS.
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Airport Description The Seattle-Tacoma International Airport is located in the town of Sea-Tac, Washington, about 15 miles south of Seattle. The airport serves Seattle and Tacoma, as well as the rest of Western Washington.
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This evaluation resulted in change management implementation and organizational structure changes. Processes were standardized and documented.
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Airport Use of CMMS The primary user of Maximo at Sea-Tac is the AMD, which supports 16 different shops within the airport, with about 350 personnel. Organizations and the Use and Benefits of CMMS Aviation Maintenance Maximo supports three key initiatives in the AMD: • Work management • Inventory management • Asset management Operations The Operations Department uses Maximo to provide documentation on work orders for FAA Part 139 discrepancies.
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The last upgrade of the system was kicked off in 2008, and completed in September 2010. The decision to upgrade and consolidate Maximo was made at the highest level of the organization.
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Financial Concerns There were no reported financial concerns. Future Enhancements Sea-Tac is considering future enhancements, including integration of the airfield lighting systems, GIS, and building management systems, with Maximo.
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Case Study Report 4: Southwest Florida International Airport CMMS Implementation & Use Synopsis Southwest Florida International Airport (RSW) is a medium-sized non-hub East Coast airport.
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The airport began implementation of the current CMMS in May of 2008. The implementation was complete in 2009.
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• Failure hierarchy (problem, cause, remedy) • Interface (GIS, financial, and other)
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• Equipment & Locations o Hierarchies o Failure Codes o Systems o Asset Catalogs • Preventive Maintenance & Job Plans • Work Orders o Workflows o Work Types o Status Codes o Priorities • Inventory o Storerooms o Reorder Points o Categories o Asset Catalogs The following documents were reviewed: • Business Process Documents • Airport Certification Manual (Airfield Safety Inspection Checklist & Process) • Key Reports o Work Order Backlog o PM Planning o Inventory Utilization • Forms o Work Request o Work Order (if different)
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Business Continuity and Disaster Recovery Planning All systems at the airport are backed up, and are represented in a disaster recovery plan. That plan is tested periodically.
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• The airport has focused on using the system for its intended use. • The airport has a large number of its assets (>10,000)
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Case Study Report 5: Ted Stevens Anchorage International Airport CMMS Implementation & Use Synopsis Ted Stevens Anchorage International Airport (ANC) is a medium-sized airport.
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Senator from Alaska serving from 1968 to 2009. ANC is at a strategic location to serve US air traffic to Europe and Asia.
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The costs for development of AIS, and all its applications, were limited to resource costs for airport IT staff. Over the last eleven years (2003-2014)
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Selection Process IT worked directly with Airfield Maintenance to develop requirements were captured to support operational processes for maintenance management. The staff involved in developing the requirements was initially Airfield Maintenance, but later included Airport Facilities to include terminal assets.
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Activity Tracking Asset Management Inventory Reporting Personnel Marketing Environment Engineering Planning Noise Table B5-1. Airport Users of the CMMS The implementation of the system was organic, developed as needs were identified.
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populates inventory and asset databases. There are approximately 30 reports available in the AIS Reporting module.
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Lessons Learned The following list the lessons learned: • A single resource was responsible for development and support for the system. There is risk in having a single developer.
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system, after prime hours of use. Daily back-ups are available for rollbacks in the case of issues with changes.
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APPENDIX C: CMMS Evaluation Tool – User Guide The CMMS Evaluation Tool is fully self-contained on the CD. Because it does not require that the user maintain any subscriptions to software of any kind, the tool will run locally on most personal computers or laptops "out of the box." NOTE : Respondents can run the CMMS Evaluation Tool locally on their computers, by inserting the provided CD and running the autoplay option.
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Introductory Questions Every respondent will be asked the following introductory questions to initiate the interactive questionnaire process: Enter the name of the airport. Click the "Next" button to show the following screen C-2
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This question inserts the entity name – just as it is entered - onto the cover page of the List of Requirements that can be used for evaluating software options or for using in a procurement document. Enter the address of the airport Click the "Next" button to show the following screen Enter the name of the person at the airport who is responsible for completing all steps in the CMMS Evaluation Tool.
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Step 1. Determine which assets the airport wants to manage using a CMMS.
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Select the Facilities Assets that shall be managed with a CMMS. Click the "Next" button to show the following screen C-5
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Select the Runways, Taxiways and Roads that shall be managed with a CMMS. Click the "Next" button to show the following screen C-6
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Select the Vehicle Assets that shall be managed with a CMMS. Click the "Next" button to show the following screen C-7
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Select the System Assets that shall be managed with a CMMS. Click the "Next" button to show the following screen C-8
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Select the Landside Assets that shall be managed with a CMMS. Click the "Next" button to show the next screen C-9
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Select Other Assets that shall be managed with a CMMS. Click the "Next " button to show the following screen.
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Select the « Functions to be managed » related to the selected asset group (i.e., facilities, airfield, fleets, pavement, systems, airside structures, landside structures, or other assets) Click « Next » to move the next group of assets Once the selection of functions for the last group of selected assets has been completed, the prioritization task will start in the following screen C-11
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The next task is to prioritize the "Functions" that can be used to manage the selected groups of assets.
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The following table explains the scale and helps the user to understand what is meant by "High", "Medium", and "Low". High Mission critical requirement Medium Required eventually but could wait Low A enhancement that would be nice to have when resources permit Select "High", "Medium" or "Low" to prioritize the Functions for each of the group of assets.
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Click the "Next" button to move to the summary of functions that will be added to the Cost analysis for reevaluation based on budget. Click the "Next" button to move to the summary of functions that will be added to the Niceto-Have List.
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Click the "Next" button to move to Step 2.
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Select the systems to be integrated with CMMS Click the "Next" button to show the following screen and prioritize the selected systems integrations C-17
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Using the same prioritization scale as during Step 1, the user can now prioritize the selected systems integrations Select "High", "Medium" or "Low" to prioritize the systems to be integrated Click the "Next" button Once the prioritization process is completed, a summary of all selected data will be presented, indicating if the information will be added to the List of Requirements (High priority) , the list of items to be reevaluated for Cost Analysis (Medium priority)
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The following (see next page) is a screenshot summarizing the systems integrations based on the user's prioritization.
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Click the "Next" button to show the following screen and prioritize the selected processes for workflow C-21
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Using the same prioritization scale as during Steps 1 & 2, the user can now prioritize the selected processes for workflow Select "High", "Medium" or "Low" Click the "Next" button Once the prioritization process is completed, a summary of all selected data will be presented, indicating if the information will be added to the List of Requirements (High priority) , the list of items to be reevaluated for Cost Analysis (Medium priority)
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Click the "Next" button to complete all steps in the CMMS Evaluation Tool A List of Requirements is generated by the CMMS Tool. The output of the Tool suggests requirements to be considered for use, but should be modified to fit the airport's actual requirements.
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Each page of the output generated by the CMMS Evaluation Tool can be printed to a local computer by clicking the button "PRINT this page of the Report" In addition, if supported by their local settings, users can specify if they want to save the document as a PDF file.
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Tip: A useful method for saving the output generated by the CMMS Evaluation Tool is to select the entire content, save it to the clipboard, then paste it to a Word Document.
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Click the "Next" button after printing or saving the output of the CMMS Evaluation Tool. A final screen will show next alerting the user that all the steps in CMMS Evaluation Tool have been completed.
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APPENDIX D: CMMS Feature, Functionality, and Capacity Feature/Functionality/Capability Required 1. Inventory Database a.
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Feature/Functionality/Capability Required 4. Predictive Testing & Inspection (PT&I)
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Feature/Functionality/Capability Required 10. Maintenance History a.
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Feature/Functionality/Capability Required 20. Warranty Tracking a.
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Feature/Functionality/Capability Required 28. Transaction Recording a.
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APPENDIX E: Functions Checklist Functions Checklist for Each Asset Type High Med Low NR Facilities 1. Work orders 2.
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Functions Checklist for Each Asset Type High Med Low NR 3. Condition assessments 4.
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Functions Checklist for Each Asset Type High Med Low NR 12. Reliability and cost 13.
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APPENDIX F: Sample CMMS Vendor Assessment Matrix This is a ranking scorecard with sample requirements used to rank software from multiple vendors in a software selection process. Rank each requirement using a scale of 1-10 and tally scores for a total comparative ranking at the end.
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REQUIREMENT 1 2 3 4 4. Predictive Testing & Inspection (PT&I)
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REQUIREMENT 1 2 3 4 12. Work Order Estimating.
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REQUIREMENT 1 2 3 4 22. Priority System.
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REQUIREMENT 1 2 3 4 31. Capacity.
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REQUIREMENT 1 2 3 4 45. Customized Releases.
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